Integrate talent-attracting culture with reward, development and performance processes.
Building an Organisational Culture That Attracts and Retains Talent
A practical programme in talent-attracting culture for professionals who are accountable for results, not just awareness.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most disputes about talent-attracting culture begin as a conversation that was handled badly. A process for this aspect of people management and development that managers quietly work around has already failed. The method assumes participants will be challenged on their handling of this part of people management and development and prepares them for it. What blocks progress on talent-attracting culture is usually unclear ownership rather than unclear intent. It is written for people who have to make this strand of people management and development work with the resources they already have. The programme converts the wider people management and development agenda from an area of general awareness into a set of repeatable practices. Participants take away a working set of documents supporting talent-attracting culture, ready to be adapted internally. Benchmarking exercises repeatedly place this strand of people management and development among the areas with the widest performance spread. Participants leave with a plan for the people management and development capability sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Ensure decisions taken under talent-attracting culture would withstand external scrutiny.
Reduce avoidable variation in how talent-attracting culture is carried out across teams.
Design a practical operating method for talent-attracting culture that fits the organisation's size and maturity.
Set a realistic target state for talent-attracting culture and a defensible route to it.
Build the evidence base on talent-attracting culture from data the organisation already collects.
Pilot changes to talent-attracting culture before rolling them out organisation-wide.
Who Should Attend
Talent and organisational development specialists working on talent-attracting culture.
Training and development staff building internal capability in talent-attracting culture.
Line managers who apply talent-attracting culture in practice.
Compliance and governance staff whose remit includes talent-attracting culture.
Employee relations specialists handling cases arising from talent-attracting culture.
Internal communications staff explaining talent-attracting culture to the workforce.
Course Modules
Talent-attracting culture: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1The decisions in talent-attracting culture that cannot be delegated
- Define who decides on talent-attracting culture and who may only recommend.
- Plan succession for roles most exposed to talent-attracting culture.
- Build the appeals route for talent-attracting culture and publish it.
- Review whether talent-attracting culture is aligned with the objectives of the workforce.
Session 2Building the method for talent-attracting culture step by step
- Review talent-attracting culture for unintended equity effects across groups.
- Ask employees what talent-attracting culture feels like from their side.
- Establish what evidence demonstrates talent-attracting culture is under control.
- Rank the weaknesses in talent-attracting culture by consequence rather than by ease of fixing.
Talent-attracting culture: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Applying talent-attracting culture consistently to the person you like least
- Script the difficult conversation talent-attracting culture requires and rehearse it.
- Identify single points of dependency in talent-attracting culture and reduce them.
- Collect evidence on the present handling of talent-attracting culture before proposing changes.
- Draft the minimum viable people policy for talent-attracting culture.
Session 2The exception to talent-attracting culture that sets the precedent
- Record what was learned when talent-attracting culture did not go as planned.
- Define acceptance criteria for talent-attracting culture in advance.
- Identify the data the organisation already holds that bears on talent-attracting culture.
- Train line managers on talent-attracting culture rather than handling every case centrally.
Talent-attracting culture: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Reviewing talent-attracting culture against what actually happened
- State the purpose of talent-attracting culture in one sentence a new manager would understand.
- Reduce the variation in how talent-attracting culture is carried out between teams.
- Check that talent-attracting culture complies with current labour regulation in every location.
- Build the competence framework that supports talent-attracting culture.
Session 2Appeals and grievances arising from talent-attracting culture
- Set the consistency check that catches uneven application of talent-attracting culture.
- Document the reasoning for every exception granted under talent-attracting culture.
- Identify where judgement in talent-attracting culture is legitimate and where it is not.
- Confirm that contractual obligations around talent-attracting culture are understood.
Talent-attracting culture: review, learning and adjustment
2 sessions · 8 pointsSession 1Building manager capability in talent-attracting culture rather than owning it centrally
- Set out the decisions in talent-attracting culture that require sign-off and by whom.
- Assign responsibility for keeping documentation of talent-attracting culture current.
- Design the communication for talent-attracting culture around the questions people will actually ask.
- Confirm records relating to talent-attracting culture meet retention and privacy rules.
Session 2Reviewing talent-attracting culture when nothing has gone wrong
- Prepare the response for the most likely failure in talent-attracting culture.
- Compare intended and actual outcomes of talent-attracting culture honestly.
- Anticipate the objections talent-attracting culture will raise and prepare the answers.
- Measure the effect of talent-attracting culture on retention and performance, not activity.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.